AI Is Changing Travel Jobs Fast, But Software COO Says Leaders Still Need to Lead People

Written By: Tuhin Sarkar

Tuhin Sarkar

Tuhin Sarkar is a Senior Journalist at Travel and Tour World with more than 10 years of experience in travel and tourism journalism. A post-graduate in Journalism and Mass Communication from Jadavpur University, he combines strong research, industry knowledge and storytelling expertise to produce engaging, insightful and impactful travel news and fascinating feature stories.

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September 4, 2026 8:03 PM

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AI is changing travel fast, but leaders still have to lead people. As automation reshapes work, empathy, trust and human judgement are becoming critical for the industry’s future.

AI is changing the travel industry faster than many leaders expected. Automation is now moving beyond routine technology tasks and beginning to reshape how businesses organise work, serve customers and manage teams. But AI cannot replace human leadership. Don Gregori, COO of software solutions provider First Factory, argues that leaders must become more empathetic as technology disrupts established roles. His message matters to travel companies facing rapid digital transformation. Airlines, hotels, cruise operators, tour businesses and technology providers are all investing in AI. However, the people operating these systems still need direction, reassurance and practical leadership. That human factor could determine how successfully travel businesses adapt.

AI Is Automating Work, But Travel Leaders Still Have to Lead People

Artificial intelligence is rapidly changing the way businesses operate, and the travel industry is among the sectors feeling the impact. Airlines, hotels, cruise companies, travel agencies and tourism technology providers are increasingly using AI to automate repetitive processes, analyse data, personalise customer interactions and support employees.

Yet greater automation does not eliminate the need for people. Instead, it changes what effective leadership looks like.

Don Gregori, COO of multinational software solutions provider First Factory, argues that empathy should no longer be treated as a secondary leadership quality. As AI transforms workplaces, he believes understanding employees’ concerns, capabilities and motivations will become increasingly important.

Why AI Disruption Makes Leadership More Important

Gregori describes empathy as an operational leadership skill rather than simply a personality characteristic.

His argument has clear relevance for travel businesses. Technology can automate processes, but employees still have to respond to changing responsibilities, learn new systems and make decisions when technology cannot provide the complete answer.

A hotel employee may work alongside AI-powered reservation tools. An airline team could rely on automated operational systems. A cruise company may use AI to improve customer service and planning. In each case, technology changes the job, but people remain responsible for applying judgement and dealing with customers.

That transition can create uncertainty. Employees may worry about job security, changing expectations or whether they have the skills required for new roles. Leaders therefore need to communicate clearly and understand what their teams need to move forward.

A Practical Leadership Framework

Gregori’s 2026 Literary Titan Award-winning book, The Emergent Leader: A Guide to Brand Building, Leadership, and Self-Mastery, focuses on developing the human capabilities required to lead through disruption.

The book draws on 25 years of operational transformation experience across startups and Fortune 500 companies. Gregori also incorporates lessons from his background in theatre and film.

Its format is deliberately practical. The book contains 61 short chapters divided across six categories. Each chapter ends with a “Take Away”, which reduces the central lesson to one sentence, and a “Take Action”, which gives readers a specific step to apply immediately.

That structure could be particularly useful for travel executives dealing with fast-moving technology adoption. Instead of treating leadership as an abstract discipline, the framework encourages managers to connect leadership principles with everyday decisions.

What It Means for Travel Businesses

The travel industry’s AI transition will not simply be a technology story. It will also be a workforce story.

Businesses that introduce AI without preparing employees could encounter resistance, confusion or declining engagement. Conversely, organisations that explain why technology is being introduced, provide appropriate training and recognise employees’ concerns may find it easier to build confidence around transformation.

Gregori’s central point is that leaders must understand their people while organisations change around them.

This does not mean rejecting automation. It means recognising where technology performs efficiently and where human judgement remains essential.

For travel companies, that distinction is particularly important because hospitality and tourism remain fundamentally people-focused industries. Customer trust, service recovery, emotional intelligence and complex decision-making cannot always be reduced to automated workflows.

The Human Factor Behind AI Adoption

Gregori says his objective with The Emergent Leader was to provide a practical guide for professionals ranging from first-time managers to experienced COOs.

He describes the book as a “desk reference” that leaders can use regularly to develop better habits.

The broader lesson for travel executives is straightforward: AI can automate work, but organisations still need leaders who can guide people through change.

As tourism businesses accelerate digital transformation, the winners may not simply be those adopting the most advanced AI. They may be those capable of combining technological efficiency with strong human leadership.

Cause: AI is automating more workplace tasks, creating uncertainty about roles, skills and career development across travel and tourism. Answer: Leaders must combine AI adoption with empathy, communication, training and clear decision-making. Reason: Technology can process information and perform repetitive functions, but employees still need guidance when responsibilities change. Travel businesses also depend heavily on human interaction, particularly in hospitality, customer service and disruption management. Therefore, successful transformation requires more than installing new systems. Leaders must understand employee concerns, identify capabilities and build confidence. This approach can help airlines, hotels, cruise companies and tourism businesses adopt AI without losing the human element

“AI is undoubtedly transforming the travel industry, but technology alone cannot define the future of tourism. Don Gregori’s emphasis on empathy, practical leadership and human judgement is particularly relevant as travel businesses accelerate automation. Airlines, hotels, cruise companies and tourism organisations need leaders who can help employees understand change, develop new capabilities and remain confident in increasingly digital workplaces. The strongest organisations will not simply adopt AI; they will ensure their people are prepared to work alongside it effectively. This is an important reminder that innovation and human leadership must move together. Sustainable transformation will depend on that balance, and the travel industry should pay close attention.”

AI will continue to reshape work across the travel industry, but the rise of automation does not make leadership less relevant. It makes effective leadership more demanding. Gregori’s argument is that empathy should be treated as an operational capability because leaders must understand how employees respond to technological disruption. For travel businesses, this means introducing AI alongside communication, training and workforce development rather than treating technology as a standalone solution. The principle is evergreen: automation can improve efficiency, but people determine how successfully organisations use it. Airlines, hotels, cruise operators and tourism companies must therefore balance digital investment with human judgement and strong management. The businesses that manage this balance could be better positioned to navigate future changes in technology, customer expectations and workforce requirements. Ultimately, AI can automate tasks, but it cannot remove the need for leaders who know how to lead people through uncertainty.